|
|
| Line 1: |
Line 1: |
| [[Category:Hotel info]] | | [[Category:Hotel info]] |
| ''→ Go! [[:Category:Hotel info]]'' <br> | | ''→ Go! [[:Category:Hotel info]]'' <br> |
| ''→ Go! [[27NL E-manual]]'' <br>
| |
| <!----{{Running E-manual}} <br> ----> | | <!----{{Running E-manual}} <br> ----> |
| {{Running competition}} __NOTOC__ __NOEDITSECTION__ | | {{Running competition}} __NOTOC__ __NOEDITSECTION__ |
|
| |
|
| == Step 1/10: Hotel objectives, starting position of all hotels ==__NOEDITSECTION__ | | == Step 1/10: Hotel original objectives ==__NOEDITSECTION__ |
| In the game, you take over the hotel from the Bergman family, in fact from daughter Christina Bergman.
| | The hotel has been ran by the Bergman family for a few decades, the last ten years daughter Christina Bergman is CEO. In 2020 Christina will hand over the management to Jill Jandal, her assistant manager during the last four years. The hotel is doing fine: occupancy rate and profit are as planned. But recent changes in the industry show, it is in urgent need of new insights especially on marketing and communication. New investments, the hotel is getting outdated, and plans are needed so that the next years of operation will be successful according to the goals. The goals set by the family are simple: |
| All of you participants make up the Management Teams of Emerald Forest Hotel and a number of teams (7 up to 13) cover ''one'' [[city]]. All cities together are called a competition. At the start of the game there are a number of exactly the same hotels with the name Emerald Forest Hotel and the same [[Bergman family#history|history]]. All teams will have the same starting point, so at the beginning, all hotels are comparable companies in each of the cities.<br>
| | * staying financial healthy and independent, no outside investments |
| | * keeping the rooms at 100, no permanent renting, no leasing etc. |
| | * keeping hospitality business as a core activity |
| | * by keeping the revenues on the same level as recent years: revenues 2.8 million |
| | * profit 400,000 per year |
| | * occupancy rate on an average per year 50% |
|
| |
|
| The hotel you take over is in urgent need of new insights on marketing, financial management, and communication so that the next years of operation will be successful according to the standards set by the new management (your team). You do have last year's financial results and decisions on prices and expenditures, so you do have some numbers as an indication. And always use real benchmarks, look for them and use them in your decisions. | | The family understands that doing investments and taking some risks might bring down all of the during a few years. The family is very open to new ideas, as long as they have a solid foundation: they are not so keen on big risks. They realize they hotel has a number of weak elements, looking at the building, the grounds and the developments in the market: |
| | | * the building, especially some of the rooms, are outdated |
| The objectives of the game are:
| | * some of the facilities in the hotel as well |
| * Gaining insight into the complex company situations, which relate to all business units.
| | * the distribution system (resellers, agents) is way outdated |
| * Dealing with decisions which have to be made in uncertain situations, based on incomplete or even conflicting information and [[Competition|your competitors]]!
| | * social media are not effectively used |
| * Learning from other teams in other countries and in other situations.
| | * the website is a weak element |
| * Anticipating and responding to the market (or changes in the market).
| | * some things they might not realize themselves |
| * Being creative and innovative with limited resources.
| |
| * Learning to deal with an abundance of information and make a relevant selection.
| |
| * Stimulating the sense and mentality of an enterprise. | |
| * Make decisions in a short period of time, under pressure while still focusing on your goals set by your team.
| |
| * Run your own [[Management team|team]] in an effective way.
| |
| | |
| === Boundaries ===__NOEDITSECTION__
| |
| As in any simulation, and as in reality (!), there are always boundaries. Your team has to work within these restrictions (like limits to the costs you are allowed to make to prevent you from going bankrupt immediately). But, don't worry there are plenty possibilities for creativity!<br>
| |
| Keep in mind in all of your decisions:
| |
| <br> - Keep the hotel financially healthy;
| |
| <br> - Keep the hotel independent. There is enough [[liquidity]] for reasonable investments;
| |
| <br> - Keep the hotel company owned: no parts of the hotel, nor grounds or other assets are to be sold, leased out etc.
| |
| <br> - The number of rooms should stay at 100
| |
| <br> - There is are a limited number of [[decisions]] a team can take: if anything else is important there is the [[Team file]] in which you must explain the choices you make and the plans your team has.
| |
| <br>
| |
| | |
| === Creativity ===__NOEDITSECTION__
| |
| There is a fair amount of [[Competition on creativity|creativity]] needed and possible within these boundaries: but stay [[customer]] focused!
| |
| Every year you have to explain your decisions, so this offers you the opportunity to present extra plans. But always be sure to make some realistic calculations and expectations for these plans.<br>
| |
| Communication and marketing are important, so be sure to use the proper media in an efficient way. <br>
| |
| | |
| === Contact ===__NOEDITSECTION__
| |
| Each hotel has its own [[Team file]] which is important. This page shows your logo, name, basic strategy etc. and is important to Christina Bergman. In this way, she can keep track of your plans and strategy. This page also holds all the links to your other communication platforms.
| |
| | |
| Apart from this, each hotel has to make external contact, with its customers and other stakeholders. Therefore the internet and social media should be used. Each hotel will have a website and (on social media) a Facebook page at least. All these communications in social media and on (owned) websites is even more important than the Team File.<br>
| |
| | |
| == Software used == __NOEDITSECTION__
| |
| As a management team, you do all your decisions and explanations in the [Team File], assigned to you. This file is the most important thing to your team so also keep the secret link private to your team. So you have edit rights in this file which is in Google Docs. The file is shared with you; you don't 'own' it. It stays in the cloud all the time. Your team works directly with this file in the cloud, so everything is saved automatically. Sometimes, when it is busy online, it takes some time to load. The program has a lot of functionalities: if you are logged in any Google account yourself (Gmail, YouTube etc.) you will have a more extended menu. If you have problems with copy paste, read
| |
| [https://support.google.com/docs/answer/161768?co=GENIE.Platform%3DDesktop&hl=en Google Docs Help]. There is are a lot of tutorials on YouTube on working in Google Docs. Most basic things just work like in Word. You can access the file form many different PC's (telephones) at the same time, no problem. Remember that the last edit counts. Just be very careful if filling out the numbers in the tables in your file. <br>
| |
| In your Team Finances just can see all the results after each year has gone by. You do not have edit rights in there, it is just for reading. You can though, when needed, download a copy (as Excel) down to your own PC and use that for calculations.
| |
|
| |
|
| <br> | | <br> |
→ Go! Category:Hotel info
→ Go! Running competition
Step 1/10: Hotel original objectives
The hotel has been ran by the Bergman family for a few decades, the last ten years daughter Christina Bergman is CEO. In 2020 Christina will hand over the management to Jill Jandal, her assistant manager during the last four years. The hotel is doing fine: occupancy rate and profit are as planned. But recent changes in the industry show, it is in urgent need of new insights especially on marketing and communication. New investments, the hotel is getting outdated, and plans are needed so that the next years of operation will be successful according to the goals. The goals set by the family are simple:
- staying financial healthy and independent, no outside investments
- keeping the rooms at 100, no permanent renting, no leasing etc.
- keeping hospitality business as a core activity
- by keeping the revenues on the same level as recent years: revenues 2.8 million
- profit 400,000 per year
- occupancy rate on an average per year 50%
The family understands that doing investments and taking some risks might bring down all of the during a few years. The family is very open to new ideas, as long as they have a solid foundation: they are not so keen on big risks. They realize they hotel has a number of weak elements, looking at the building, the grounds and the developments in the market:
- the building, especially some of the rooms, are outdated
- some of the facilities in the hotel as well
- the distribution system (resellers, agents) is way outdated
- social media are not effectively used
- the website is a weak element
- some things they might not realize themselves
→ Go! Following the e-Manual? Step 2/10 is the page Bergman family, click here
→ GO! Top of this page
Emerald Forest Hotel offering an emerald hotel experience!
| Run your own hotel in this management simulation.
